In addition to fighting fires, the brigades have the task of reducing agricultural burns. They achieve this by visiting neighbouring communities and giving talks to raise awareness among the inhabitants and training them on NOM 015, the Mexican standard that regulates the use of controlled agricultural fires.

This exercise has resulted in agreements not to burn at sites near and within the reserve and the scheduling of burns at sites that are allowed under certain circumstances.

The firefighters trained by CONAFOR-CONANP are in turn responsible for gathering together, training and equipping people from the Tacaná Volcano communities to form community brigades. Additional resources are sought from foundations that can complement CONANP's budget. For example, in 2020, FONCET [Fondo de Conservación el Triunfo = El Triunfo Conservation Fund] donated a truck to transport the brigades from the region. 

So far, 45 people from the Tacaná Volcano communities have been trained to fight fires.

It is important that CONANP staff include people who are trained and experienced in fire management. CONANP has provided scholarships so that its personnel can be trained by establishing partnerships with CONAFOR [Comisión Nacional Forestal = National Forestry Commission], which gives these courses in Mexico, and with the U.S. National Forest Service. For the latter courses, CONANP only has to cover travel expenses.

The National Park counts with exceptional archaeological components. Yet, it only counted with one specialist among its staff. With approximately 20,000 archaeological sites located within the park boundaries, from which 1,000 Moai and 300 Ahu or ceremonial structures stand out, besides dwelling structures, rock art, and caves, the current administration has prioritized the safeguarding of the archaeological component, as highly significant for the living community. The strenghtening of the special department for the research and study of the preservation of this important cultural heritage enables the development of conservation strategies specific for this type of heritage, as well as the reconnection of the community with their cultural assets. The majority of these assets are exposed to the island climate conditions, as well as to decay due to the touristic use and the anthropic and livestock impacts. Among other activities, this new unit has developed:

• Capacity building and acquisition of digital recording tools for the diagnosis of the archaeological heritage.
• Conservation projects based on a portfolio of sites in emergency and a methodology that collects traditional rapanui knowledge linking it to scientific knowledge.
• Partnerships and networking on climate change impacts.

A fundamental step to take over the management was to recognize the Indigenous worldview of Rapa Nui People and their understanding of nature, as well as their relationship with their cultural heritage into the management of the protected area. This enable the consideration of place-specific needs and opportunities. This process implied:

• The recovery of the Indigenous language, for creating documents and materials for the management of the National Park.
• The consideration of the ancestral organization system based on clans, through the organization Honui that participates in the decision making process in the National Park.
• A survey of the sacred places. 
• A prospective recovery of the name Rapa Nui to name the island instead of Easter Island (Isla de Pascua).
• The reconnection with Rapa Nui traditional knowledge, festivities and cultural expressions.
• The development of a public use plan in which the community traditional uses dialogue with the tourist and heritage uses
• Recognition and promotion of ancestral use of medicinal plants based on the generation of projects and programmes for the enhancenment and recovery of the natural component and ancestral medicine of Rapa Nui.
• A plan for the return of Tupuna (ancestors) and cultural elements that are outside of the island. 

In order to be prepared for taking the responsibility of the management of the National Park, the community required to build capacities on legal, administrative and technical aspects. This approach also considered the capacity building of local park rangers, in charge of transmitting, promoting and safeguarding their heritage's cultural value. Ma’u Henua has become a space where diverse fields of technical academic specialization and local experts could develop their activities in a complementary and joint manner. This is one of the most important spaces for the application of cultural and technical methodologies that dialogue with the tangible and intangible heritage context.

In order to develop an enabling environment for the establishment of an Indigenous institution in charge of the administration of the National Park, it was necessary to develop a number of legal, administrative and financial instruments. This institutionalization process required the study of references and the generation of a regulatory and representative framework for the operations of the new management entity. This framework is based on a dialogue with governmental institutions in order to implement the administrative transfer, and the establishment of legal instruments that ratify the new administrative entity. The most important steps in this process were:

• Indigenous consultation in October 2015 in agreement with the ILO Convention 169.
• Creation of statutes for the Indigenous Community Ma’u Henua establishing its structure, operation, composition and Honui (clan representatives).
• Operational Plan in which CONAF and Ma'u Henua managed the park together between 2016-2017.
• Framework that could regulate the internal processes of economic audits and public management accounts in order to contribute to a transparent management.
• Enactment of a Ministry of National Assets Decree which granted the administration of the territory of the park to the Indigenous Community.